Although integration efforts will continue throughout 2008, Cornelio says his team has started focusing on other initiatives. These include implementing service-oriented architecture (SOA) wherever possible, improving Web-based portals for distribution partners, and deploying CRM platforms. "Because we have multiple systems, it makes sense for us to build out services that are common to various business models," he says. "Taking an SOA approach to systems development is a high-level focus for us."

Another primary focus is improving the company's internal portals. "We've spent a lot of time finding best-of-breed products and deciding what the architecture should be," Cornelio adds. "We want to make sure our portals do what our field partners need them to do to help them grow the business."

As part of its customer service initiatives, Lincoln Financial will continue to deploy straight-through processing (STP) technologies. Currently, STP is used in Lincoln's annuity and life insurance businesses. "STP technology allows our partners to understand more easily our process and helps us meet compliance requirements and turnaround times," Cornelio comments. "It has really been a differentiator for us."

Like many CIOs, Cornelio did not begin his career in IT. A graduate of Tufts University and Boston University School of Law, he was a private practice attorney specializing in mergers and acquisitions before joining the life insurance industry. He held a variety of roles in the legal and operations areas at Chubb Life Insurance Co. before joining Jefferson Pilot.

Cornelio's early work on M&As has served him well during the past few years. As he continues to guide Lincoln Financial through the final phases of its integration efforts, he is making technology improvements wherever possible.

"We're not simply picking one system and converting it to another," he says. "We've been able to enhance systems in places where we can help grow our top line, using integration as a platform. We're focused on activities where we can create operational effectiveness."

Another high priority is figuring out how to manage large legacy systems. A big NASCAR fan, Cornelio sees similarities between the racing and insurance industries.

"The insurance business is burdened with large legacy systems, some of which are very old, hold gigantic amounts of data, and perform millions of transactions a day," he says.

"Stock car engines also use legacy technology because they have a carburetor, unlike any other car today," Cornelio notes. "But despite that fact, racers can get those cars to go fast by being creative and innovative about how to create speed and power in an engine that otherwise doesn't have such power. We need to be that way with our big legacy platforms."